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INTERPOL World 2017 Congress to lead industry dialogue for a unified approach to combat future crime

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SINGAPORE, 24 April 2017 – INTERPOL World 2017 is set to bring law enforcement agencies, government bodies, academia, security professionals and solution providers together over three days of networking and information exchange this July. The global exhibition and congress aim to stimulate collaborations between stakeholders to address crimes in the future.

This year, the INTERPOL World Congress will see a brand-new conference structure to give attendees a more guided experience with an end-to-end approach. Featuring over 40 speakers across the public and private sectors, the Congress will address pressing concerns via three dedicated tracks – Cybercrime (4 July), Safe Cities (5 July) and Identity Management (6 July). All three days will begin with a macro dialogue to highlight the spectrum of future security challenges. This will be followed by a segment covering strategic perspectives from practitioners, researchers and academia, who will cast light on technologies that are available to address the security challenges. The days will end with insightful case studies featuring real-life applications and results that some organizations have achieved in different parts of the world.

Participants at the Congress will hear from leading security solutions providers such as Kaspersky Lab, Microsoft, NEC, Securiport and SICPA, as well as thought leaders from Police Departments and Security Research Institutions such as:

  • Arthur Holland Michel, Co-Director, Center for the Study of the Drone, Bard College
  • Cheri McGuire, Chief Information Security Officer (CISO), Standard Chartered
  • Dr Donato Colucci, Senior Regional Immigration and Border Management Specialist, International

Organization for Migration (IOM)

  • Jim Pitkow, Chair Technical Task Force, Thorn
  • Michael Hershman, Group CEO, International Centre for Sport Security (ICSS)
  • Nils Andersen-Röed, Operational Specialist / Project Leader Darkweb Team, Dutch National Police
  • Rob Leslie, Chief Executive Officer, Sedicii Innovations Limited (World Economic Forum’s 2015 Technology Pioneer)

Please refer to the appendix for the full list of speakers, panelists and moderators.

Cybercrime – Managing future cyber threats to society from the “hidden” Internet

Emerging technologies today is making cybercrime increasingly sophisticated and a growing concern for individuals, companies, governments and countries around the world. The cost of cybercrime to the global economy is estimated at $445 billion a year. A diplomatic dialogue and knowledge sharing amongst all stakeholders can help to elevate the industry’s understanding of new crimes and future threats. This track will zoom into the future of security and how technology can be harnessed to prevent, detect, and investigate risks presented by an ever-changing internet. It will bring out the underlying social and technological causes of cybercrime that law enforcement needs to understand, to mitigate it effectively.

Supported by the World Economic Forum (WEF), the first day of the congress will focus on the new challenges of cybercrime, such as the rise of Darknet, and how a collaborative effort can address its adverse impact. This discussion is in line with WEF’s Cybercrime Project, launched in 2015 to bolster cooperation and collaboration between the public sector, private sector and law enforcement authorities for a unified and balanced approach to cybercrime.

Moderator  of  INTERPOL  – World Economic  Forum Cybercrime Dialogue  on the  first  day of  the Congress, Jean-Luc Vez, Head of Public Security Policy and Security Affairs, Member of the Executive Committee, World Economic Forum said, “While there are many instruments dedicated to fighting cybercrime today – including platforms for sharing information, private industry standards and best practises – these efforts tend to be industry specific or regional at best. Leveraging on INTERPOL’s unique position as the global hub for cybercrime related data and intelligence, the INTERPOL-WEF led dialogue will help broaden the awareness of available tools among organizations to aid in dealing with complex cyber threats.”

Safe Cities – Preparing strategies, approach and tactics for securing urban centres and global cities of the future

The rise of urban centres and “Smart City” initiatives enabled by big data, network of sensors and the Internet of Things (IoT) bring a new set of challenges to future policing. While digital technologies have helped compress the reaction time of police all over the world, the increased connectivity can similarly be leveraged by criminals to carry out increasingly sophisticated crimes.

There is now a growing consensus that technology transformation must be part of the overall solution. To keep our cities and citizens safe, law enforcement must be armed with the right technology, tools and processes to solve – or even prevent – the toughest crimes at faster rates. Panelist and speaker

at the INTERPOL World 2017 Congress, Commander Jorge R Rodriguez, Los Angeles Police Department said, “Many law enforcement agencies such as LAPD, Seattle and Florida Police Departments are using cutting-edge cloud-based crime prediction software to predict drug crime, gang crime, anti-social behaviour and gun violence.”

Such crime prediction software work by analysing data through a sophisticated algorithm that applies proven criminal theories to predict the top 10 to 20 spots where crime is most likely to occur over the next few hours. To do so, it leverages on a variety of factors, such as historical and recent crime data, real-time activity, weather forecasts, locations and other information. Once these ‘hot spots’ are identified, police officers can adapt their patrol schedule and frequency at these locations, making their presence felt in the area and thereby prevent crime from taking place.

“As digital technologies continue to be a game-changer for the future of policing, it is now imperative for law enforcement to better coordinate, command and control critical resources to make quick sense of an explosion of information in crisis situations,” Commander Rodriquez added further.

Identity Management – Law enforcement, migration and border management in an age of globalisation

While technology advancements have enabled immigration and law enforcement agencies to cope with an increasingly challenging operating reality, it has also enabled those seeking to circumvent border  controls  using  false  identities,  counterfeit  travel  documents  and more  to  pursue  illegal immigration, transnational organised crimes and/or terrorism.

As governments tighten immigration and border controls, there is currently no single universal standard pertaining to the identification, verification and validation of identity of people, goods and vehicles. The varying standards across the globe have resulted in gaps, which can be exploited by criminals and terrorists alike.

As a key highlight of the identity management discussion, Dr John Coyne, Head of Border Security Program, Australian Strategic Policy Institute, will be sharing his insights on a new technology to be utilised by the Australian Department of Immigration and Border Protection (DIBP). By 2020, the immigration will no longer require passenger passports, instead, they will be processed by biometric recognition of the face, iris and or fingerprints, making them the first in the world to adopt such technology.

INTERPOL World 2017 Exhibition

The second edition of INTERPOL World 2017 Congress will happen from 4 to 6 July 2017 while the trade exhibition will take place from 5 to 7 July 2017  in Singapore. The exhibition will feature international manufacturers and solutions providers presenting their latest cutting-edge technologies across cybersecurity, public safety, biometrics, identity solutions, forensics and investigations and many more to over 10,000 security professionals and buyers from both public and private sectors. For more information, please visit www.interpol-world.com

About INTERPOL

INTERPOL’s role is to enable police around the world to work together to make the world a safer place. A high-tech infrastructure of technical and operational support helps meet the growing challenges of fighting crime in the 21st century.

INTERPOL’s range of global policing capabilities to support its 190 member countries include databases of police information on criminals and crime, operational support, forensics and analysis services, and training on how to use its tools.

All these policing capabilities are delivered worldwide and support three global programmes that INTERPOL considers to be the most pressing today: Counter-terrorism, Cybercrime, and Organized and Emerging Crime.

INTERPOL’s General Secretariat is based in Lyon, France, supported by the INTERPOL Global Complex for Innovation in Singapore, seven regional bureaus and Special Representative offices at the European Union, the United Nations and the African Union. Each member country runs an INTERPOL National Central Bureau, staffed by national law enforcement officials.

About INTERPOL World

INTERPOL World is a strategic platform for the public and private sectors to discuss and showcase solutions to evolving global security challenges. The biennial exhibition and congress event aims to connect law enforcement, government bodies, academia, international security professionals and buyers with security solution providers and manufacturers. The event fosters mutually beneficial collaboration, information sharing, innovation and solutions to ensure faster and more accurate responses to security threats.

INTERPOL World is an event owned by INTERPOL, supported by Singapore’s Ministry of Home Affairs (MHA), Singapore Exhibition & Convention Bureau (SECB), and the World Economic Forum (WEF) and managed by MP International Pte Ltd. For more information, please visit www.interpol-world.com

Congress:    4-6 July 2017

Exhibition:    5-7 July 2017

Venue:         Suntec Singapore Convention and Exhibition Centre

For media queries, please contact:

Shuchi JOSEPH

Ying Communications

Tel:   +65 3157 5626 / +65 9800 5037

Email: [email protected]

HAN Jia Ni

INTERPOL World Event Manager

Tel: +65 6389 6637 / +65 9450 1527

Email: [email protected]

Appendix

INTERPOL World 2017 Congress Speakers, Panelists and Moderators

  • Arthur Holland Michel, Co-Director, Center for the Study of the Drone, Bard College
  • Cheri McGuire, Chief Information Security Officer (CISO), Standard Chartered
  • Christian Karam, Global Head of Cyber Threat Intelligence, UBS AG
  • Damien Cheong, Coordinator, Homeland Defence Programme and Research Fellow Centre of

Excellence for National Security, S. Rajaratnam School of International Studies

  • Daniel Pearce, Head of Operation Support, National lead for Open Source and Analytics

SO15, Metropolitan Police Department

  • Derek Pak, Vice President & Regional Lead, Customer Fraud Management, Mastercard

Asia/Pacific Pte Ltd

  • Dr Attila Freska, Chief Operating Officer, Securiport
  • Dr Donato Colucci, Senior Regional Immigration and Border Management Specialist, International Organization for Migration (IOM)
  • Dr Jean Salomon, Business Development Director, SICPA SA
  • Dr John Coyne, Head of Border Security Program, Australian Strategic Policy Institute
  • Fang Eu-Lin, Partner, PwC
  • Jean-Luc Vez, Head of Public Security Policy and Security Affairs, Member of the Executive

Committee, World Economic Forum

  • Jim Pitkow, Chair Technical Task Force, Thorn
  • Jorge R Rodriguez, Commander, Los Angeles Police Department
  • Jürgen Stock, Secretary General, INTERPOL
  • Michael Hershman, Group CEO, International Centre for Sport Security (ICSS)
  • Michael O’Connell, Director for Operational Support and Analysis, INTERPOL
  • Microsoft Operations Pte Ltd
  • NEC Corporation
  • Nils Andersen-Röed, Operational Specialist / Project Leader Darkweb Team, Dutch National

Police

  • New York Police Department
  • Rob Leslie, Chief Executive Officer, Sedicii Innovations Limited (World Economic Forum’s 2015

Technology Pioneer)

  • Vincent Loy, Partner, APAC Financial Crime & Cyber & Data Analytics Leader, PwC
  • Vitaly Kamluk, Director, Global Research & Analysis Team APAC, Kaspersky Lab

List is updated as at 20 April 2017 and subject to change. Please refer to the website for the latest updates.

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19 1

Organizations in the Middle East have had to take immediate actions in reaction to the COVID-19 pandemic, such as shifting to remote and virtual work, implementing new ways of working and redirecting the workforce on critical activities. According to Deloitte’s 10th annual 2020 Middle East Human Capital Trends report, “The social enterprise at work: Paradox as a path forward,” organizations now need to think about how to sustain these actions by embedding them into their organizational culture.

“COVID-19 has created a clarifying moment for work and the workforce. Organizations that expand their focus on worker well-being, from programs adjacent to work to designing well-being into the work itself, will help their workers not only feel their best but perform at their best. Doing so will strengthen the tie between well-being and organizational outcomes, drive meaningful work, and foster a greater sense of belonging overall,” said Ghassan Turqieh, Consulting Partner, Human Capital, Deloitte Middle East.

According to the Deloitte report, many organizations in the Middle East made quick arrangements to engage with employees in the wake of the pandemic through frequent communications, multiple webinars where senior leaders addressed employee concerns, virtual employee events, manager check-ins, periodic calls and other targeted interactions with the workforce.

The report also discussed how UAE and KSA governments have reexamined work policies and practices, amended regulations and introduced COVID-19 initiatives to support companies and the workforce in the public and private sectors. Flexible and remote working, team-building and engagement activities, well-ness programs, recognition awards and modern workspaces are among the many things that are now adding to the employee experience.

Key findings from the Deloitte global report include:

  • Only 17% of respondents are making significant investments in reskilling to support their AI strategy with only 12% using AI primarily to replace workers;
  • 27% of respondents have clear policies and practices to manage the ethical challenges resulting from the future of work despite 85% of respondents saying the future of work raises ethical challenges;
  • Three-quarters of leaders are expecting to source new skills and capabilities through reskilling, but only 45% are rewarding workers for the development of new skills; and
  • Only 45% of respondents are prepared or very prepared to take advantage of the alternative workforce to access key capabilities despite gig workers being likely to comprise 43% of the U.S. workforce this year according to the Bureau of Labor Statistics.

“Worker well-being is a top priority today, and similarly to the rest of the world, companies in the Middle East are focusing their efforts to redesign work around well-being by understanding workforce well-being needs,” said Rania Abu Shukur, Director, Human Capital, Consulting, Deloitte Middle East.

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One in five insurance customers saw an improvement in customer service over lockdown, research shows

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One in five insurance customers saw an improvement in customer service over lockdown, research shows 2

SAS research reveals that insurers improved their customer experience during lockdown

One in five insurance customers noted an improvement in their customer experience over lockdown, according to research conducted by SAS, the leader in analytics. This far outweighed the 11% of customers who felt it had deteriorated over the same period.

This is positive news for insurers during such challenging times, with 59% of customers also saying that they would pay more to buy or use products and services from any company that provided them with a good customer experience over lockdown.

The improvement in customer experience also coincides with a rise in the number of digital customers. Since the pandemic started, the number of insurance customers using a digital service or app has grown by 10%. Three-fifths (60%) of new users plan to continue using these digital services moving forward.

However, while the number of digital users grew over lockdown, half of the insurance customer base has not yet chosen to move to digital insurance apps or services.

Paul Ridge, Head of Insurance at SAS UK & Ireland, said:

“It’s impressive that there was a net improvement in customer experience during lockdown, despite the challenges the industry was facing with a transition to remote working and increased claims for things like cancelled holidays. While many were forced to wait on customer help lines for long periods, part of the improvement may be explained by even a small (10%) increase in the number of digital users.

“However, it’s clear that a huge number of customers are still yet to make the move online. It’s vital that insurers provide the most accurate, timely and relevant offerings to customers, and this is best achieved by having additional insight into online customer journeys so they can understand them better. Using analytics and AI, insurers can seize this opportunity to digitalise their customer experience and offer a more personalised approach.”

Meanwhile, for insurers that fail to offer a consistently satisfactory customer experience, the price could be severe. A third (33%) of customers claimed that they would ditch a company after just one poor experience. This number jumps to 90% for between one and five poor examples of customer service.

For more insight into how other industries across EMEA performed during lockdown, download the full report: Experience 2030: Has COVID-19 created a new kind of customer? 

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The power of superstar firms amid the pandemic: should regulators intervene?

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The power of superstar firms amid the pandemic: should regulators intervene? 3

By Professor Anton Korinek, Darden School of Business and Research Associate at the Oxford Future of Humanity Institute. Gosia Glinska, associate director of research impact, Batten Institute for Entrepreneurship and Innovation, Darden School of Business

Recent news that Apple hit a market cap of USD2 trillion highlights an extraordinary success story: A once struggling computer-maker on the verge of bankruptcy innovates its way to becoming the most valuable publicly traded company in the United States.

Apple’s 13-figure valuation is indicative of a larger trend that is not entirely benign — the rise of a handful of superstar firms that dominate the economy. Over the past three decades, advances in information technology, mainly the Internet, have supercharged the superstar phenomenon, allowing a small number of entrepreneurs and firms to serve a large market and reap outsize rewards. And COVID-19 has greatly accelerated the phenomenon by pushing us all into a more virtual world.

Apple — along with Amazon, Facebook, Google, Microsoft and Netflix — is a case in point. The combined market value of those six companies exceeds USD7 trillion, which accounts for more than a quarter of the entire S&P 500 index. Even amid the pandemic’s economic wreckage, these megacompanies continue to prosper. The combined share price for Apple and its five peers was up more than 43 percent this year, while the rest of the companies in the S&P 500 collectively lost about 4 percent.[1]

Superstar firms can be found in almost every sector of the economy, including tech, management, finance, sports and the music industry. They command increasing market power, which has consequences for technological, social and economic progress. It is, therefore, critical to understand how their advantages arose in the first place.

THE FORCES BEHIND THE SUPERSTAR PHENOMENON

The “economics of superstars” was first studied by the late University of Chicago economist Sherwin Rosen. Forty years ago, Rosen argued that certain new technologies would significantly enhance the productivity of talented workers, enabling superstars in any industry to greatly expand the scope of their market, while reducing market opportunities for everyone else.[2] Digital innovations, including advances in the collection, processing and transmission of information, is what Rosen envisioned would lead to the superstar phenomenon.

Digital technologies are information goods, which are different from the traditional, physical goods in the economy. What it means is that fundamentally different economic considerations apply. Unlike physical goods — a loaf of bread or a car — information goods have two key properties: They are non-rival and excludable. Non-rival means that something can be used without being used up. Excludability means that an owner of digital innovation can prevent others from using it, by protecting it with patents, for example. These two fundamental properties of information goods are what give rise to the superstar phenomenon.

In a working paper I co-authored with Professor Ding Xuan Ng at Johns Hopkins University[3], we described superstars as arising from digital innovations that require upfront fixed costs that allow firms to reduce the marginal costs of serving additional customers.[4] For example, once an online travel agency has programmed its website at a fixed cost, it can easily displace thousands of traditional travel agents without much additional effort, scaling at near-zero cost.

Because a firm can exclude others from using its digital innovation, it automatically gains market power. The innovator then uses that power to charge a mark-up and earn a monopoly rent — basically, a price superstars charge in excess of what it costs them to provide the good — which we call the ‘superstar profit share’.

THE POLICYMAKER’S DILEMMA

In a vibrant free market economy, businesses compete for customers by innovating and improving their offerings while keeping prices low; otherwise, they are displaced by more innovative rivals entering the market. Unfortunately, the increasing monopolization of the economy by technology superstars is weakening the competitive environment around the world.

Monopoly power is the main inefficiency from the emergence of superstar firms, because superstars can exclude others from using the innovation that they have developed.

So, what policy measures can be employed to mitigate the inefficiencies arising from the superstar phenomenon?

We do have antitrust policies designed to promote competition and hence economic efficiency. Authorities could take a drastic measure and break up monopolies. Or they could tax all those excess profits megacompanies make.

Another policy to consider involves giving consumers control rights over their data. Right now, only companies have that data, and they are selling it. If you free it up and don’t allow them to sell it anymore, it reduces their monopoly profits. And if you give consumers more freedom over their data, they could, for example, share it with the latest start-up and create a more competitive landscape.

However, such policy remedies can be a double-edged sword. On the one hand, they reduce monopoly rents. On the other hand, they can also reduce innovation.

Innovation requires investments in R&D, which represent a significant sunk cost that only large firms can afford. Government regulations can easily backfire, discouraging large firms from making long-term R&D investments.

What, then, is the best policy intervention? Professor Ding Xuan Ng and I believe that basic research should be public. Digital innovations should be financed by public investments and should be provided as free public goods to all. This would make the superstar phenomenon disappear, and the effects of digital innovation would simply show up as productivity increases.[5]

We live in a brave new world that is increasingly based on information. Because the information economy is different from the traditional economy, antitrust policy should be revamped to reflect that. Instead of worrying about the economy being eaten up by these gigantic monopolies, policymakers need to focus on the question ‘What specific actions can we pursue to make the economy more competitive and efficient?’

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